Planning And Budgeting Quotes

Quit worrying about how everything is going to turn out. Live one day at a time; better yet, make the most of this moment. It’s good to have a big – picture outlook, to set goals, to establish budgets and make plans, but if you’re always living in the future, you’re never really enjoying the present in the way God wants you to.

A budget is people telling their money where to go instead of wondering where it went.

The foundation stone of wealth accumulation is defense, and this defense should be anchored by budgeting and planning.

Never plan a picnic' Father said. 'Plan a dinner, yes, or a house, or a budget, or an appointment with the dentist, but never, never plan a picnic.

Nick chided a censor, who wished some books gone, and suggested she scan Fahrenheit 451. For the book-budget cutters, Old Claus had no plan, cause if they could read, they just read Ayn Rand.

A well-planned budget will save you from any kind of unexpected surprises.

She bought a budget-plan account book and made her budgets as exact as budgets are likely to be when they lack budgets.

You can have everything you want. All you need is a plan. And how do we spell plan? B-U-D-G-E-T!

A Babylonian in 1750 BCE would have had to labor fifty hours to spend one hour reading his cuneiform tablets by a sesame-oil lamp. In 1800, an Englishman had to toil for six hours to burn a tallow candle for an hour. (Imagine planning your family budget around that—you might settle for darkness.) In 1880, you’d need to work fifteen minutes to burn a kerosene lamp for an hour; in 1950, eight seconds for the same hour from an incandescent bulb; and in 1994, a half-second for the same hour from a compact fluorescent bulb—a 43,000-fold leap in affordability in two centuries. And the progress wasn’t finished: Nordhaus published his article before LED bulbs flooded the market. Soon, cheap, solar-powered LED lamps will transform the lives of the more than one billion people without access to electricity, allowing them to read the news or do their homework without huddling around an oil drum filled with burning garbage.

Municipalities that do not budget and plan for infrastructure upgrades will eventually become unlivable.

* Be ready for rainy-day emergencies * Avoid excessive debt; be content with what we have * Use the resources of the earth wisely; don´t be wasteful * Prepare for the future by making spending and savings plans * Keep a family or personal budget * Teach children wise spending habits and help them save for the future * Obtain an education or vocational training * Find gainful employment As we become self-reliant, we will be prepared to face challenges with confidence and peace of mind.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles

As parents we carry the blueprints, the dreams of what our family could be. The plans change, the whole thing goes way over budget, there are unexpected additions, and the work never ends. Still, through the messiness of construction we see each other with such depth and hope. Our five year-old boy is still so clearly the baby he once was and sometimes—can you see it?—the young man he will one day be. We draw energy and inspiration from our dreams; our simple, common motivations. --SIMPLICITY PARENTING

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

First, strive for a solid foundation of trust, loyalty, respect, and security. Your spouse is your closest relative and is entitled to depend on you as a committed ally, supporter, and champion.   Second, cultivate the tender, loving part of your relationship: sensitivity, consideration, understanding, and demonstrations of affection and caring. Regard each other as confidante, companion, and friend.   Third, strengthen the partnership. Develop a sense of cooperation, consideration, and compromise. Sharpen your communication skills so that you can more easily make decisions about practical issues, such as division of work, preparing and implementing a family budget, and planning leisure-time activities.

Jesus said that whatever you did to the least of his people, you did to him, and the lifers in penitentiaries are the leastest people in this country. Just look to see whose budgets are being cut these days -- the old, the crazies, the children in Head Start -- and that's where Jesus will be.

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

Errors in the initial budget are not always innocent. The authors of unrealistic plans are often driven by the desire to get the plan approved—whether by their superiors or by a client—supported by the knowledge that projects are rarely abandoned unfinished merely because of overruns in costs or completion times. In

If you carry a purse laden with the complete contents of a drugstore, you already know about planful problem-solving. If you write lists, keep calendars, or follow a budget, you know what planful problem-solving entails. It does what it says on the label: you analyze the problem, you make a plan based on your analysis, and then you execute the plan.

A budget is people telling their money where to go instead of wondering where it went.” You

The effect of his scientific budget–planning was that he felt at once triumphantly wealthy and perilously poor,

When you buy a bigger house, another luxury car, or a fancy boat, you are showing people that you used to have money.

Twist and wring out the budget, work extra hours, sell something, or have a garage sale, but quickly get your $1,000. Most of you should hit this step in less than a month. If it looks as though it is going to take longer, do something radical. Deliver pizzas, work part-time, or sell something else. Get crazy. You are way too close to the edge of falling over a major money cliff here. Remember, if the Joneses (all the broke people) think you are cool, you are heading the wrong way. If they think you are crazy, you are probably on track.

If you spend the same amount of time and energy developing people as you do on the budgeting, strategic planning, and financial monitoring, the payoff will come in sustainable competitive advantage.

Epstein came up with an elaborate plan, including TV ads, and presented it to the board. The board rejected it. “It really came down to this,” McCaffrey later said. “We have a limited budget. Do we want to put that money into the technology, into the infrastructure, into hiring really great people? Or do we want to blow it on a marketing campaign that we can’t measure?” Larry and Sergey told Epstein that his interim stint was over

Let’s see, you will need a project plan, resource allocation, a timeline, test cycles, a budget, a contingency budget, lots of diagrams, flowcharts, a media release, a strategic vision, a charter, technical specifications, business rules, travel expenses, a development environment, deployment instructions, a user acceptance test, stationary, overtime schedule, a mock-up, prototypes…” “Tell me,” she said, “did the people who built the pyramids have any of those?” “Mostly, they had beer. Come to think of it, if there had been such a thing as a Business Analyst in ancient Egypt, then the hieroglyph for it would have been very graphical, if you know what I mean.

Lefever describes his financing plan with modesty: "'Our detailed budget is realistic, but does not take into account the inflation that may occur before September 1983. The one place it could cut or reduce is item 7, the simultaneous interpreter services, if these services could be provided gratis by the U.S. government.'" "In other words, the only way to make a saving on a U.S.-subsidized project is to take money out of another U.S.-subsidized column.

Budgets and plans have three purposes: (1) Set goals, (2) make forecasts, and (3) allocate resources. It would seem efficient to use a single plan to accomplish all three purposes, but in fact, combining the purposes compromises all of them.

If you’re married, agree on the budget with your spouse. This one sentence requires a stand-alone book to describe how, but the bottom line is this: if you aren’t working together, it is almost impossible to win. Once the budget is agreed on and is in writing, pinky-swear and spit-shake that you will never do anything with money that is not on that paper. The paper is the boss of the money, and you are the boss of what goes on the paper, but you have to stick to the budget, or it’s just an elaborate theory.

Just a decade before, in the wake of the Vietnam War and with his agency’s budget slashed, Stephen Lukasik had appealed to Congress to allow DARPA to pursue “high-risk projects of revolutionary impact.” Lukasik told Congress that in the modern world, the country with the most powerful weapons would not necessarily have the leading edge. He argued that as the twenty-first century approached, the leading edge would belong to the country with the best information—with which it could quickly plan, coordinate, and attack.

When building foliage, a tree must budget for each leaf individually and allocate for each position relative to the other leaves. A good business plan will allow our tree to triumph as the largest and longest-living being on your street. But it ain’t easy, and it ain’t cheap. The

Those who subscribe to the libertarian philosophy believe that the only legitimate role of government is to ensure the rule of law, guarantee social order, and provide for the national defense. That is why they have long been fervent opponents of Medicare, Medicaid for the poor, and, most recently, Obamacare. The House budget chairman, Paul Ryan, has explained that such public provision for popular needs not only violates the liberty of the taxpayers whose earnings are transferred to others, but also violates the recipients’ spiritual need to earn their own sustenance.

My friend John Maxwell says a budget (for your money) is telling your money where to go instead of wondering where it went. Managing time is the same; you will either tell your day what to do or you will wonder where it went. The weird thing is that the more efficient, on task, on goal you are with your time, the more energy you have. Working with no traction, or for that matter simply wasting away a day, does not relax you, it drains you. Have you ever taken a day off, slept late, wandered around with no plan or thought for the day, watched some stupid rerun of a bad movie as you surfed the TV, and at the end of your great day off found yourself absolutely exhausted? Strange as it may seem, when you work a daily plan in pursuit of your written goals that flow from your mission statement born of your vision for living your dreams, you are energized after a tough long day.

Errors in the initial budget are not always innocent. The authors of unrealistic plans are often driven by the desire to get the plan approved—whether by their superiors or by a client—supported by the knowledge that projects are rarely abandoned unfinished merely because of overruns in costs or completion times.

Let me be clear : What do I want? and What do i want my Money to do for me? are different questions. I'm not prompting you to write your holiday wish list. What do i want my money to do for me? is about nothing less than deciding what kind of life you want to live, and then making a plan so your money can help you get there.

One way to do that is to sell something. You could sell lots of little stuff at a garage sale, sell a seldom-used item on the Internet, or sell a precious item through the classifieds. Get gazelle-intense and sell so much stuff that the kids are afraid they are next. Sell things that make your broke friends question your sanity. If your budget is stopped-up and your Debt Snowball won’t

Périodiquement, le FMI accorde aux pays surendettés un moratoire temporaire ou un refinancement de leur dette. À condition que le pays surendetté se soumette au plan dit d'ajustement structurel. Tous ces plans comportent la réduction, dans les budgets des pays concernés, des dépenses de santé et de scolarité, et la suppression des subventions aux aliments de base et de l'aide aux familles nécessiteuses.

I got a lousy proposition for you,” I said, and paused until each asked me to go on. “By the time we get off the phone, you’re going to think I’m a lousy businessman. You’re going to think I can’t budget or plan. You’re going to think Chris Voss is a big talker. His first big project ever out of the FBI, he screws it up completely. He doesn’t know how to run an operation. And he might even have lied to me.

In government, effectiveness is measured not by results, but by how much money is spent. How effective is it? Why, we’ve tripled the budget! That’s what Republican Senator Bob Corker of Tennessee actually said about Rubio’s “Gang of Eight” amnesty bill, formally titled “The Border Security, Economic Opportunity, and Immigration Modernization Act of 2013”—which was way better than its original title: “We Surrender.

One way to do that is to sell something. You could sell lots of little stuff at a garage sale, sell a seldom-used item on the Internet, or sell a precious item through the classifieds. Get gazelle-intense and sell so much stuff that the kids are afraid they are next. Sell things that make your broke friends question your sanity. If your budget is stopped-up and your Debt Snowball won’t roll on its own, you are going to have to get radical.

They had forced Obama to play their budget game. Instead of talking about jobs and spending, he was talking about the deficit and bargaining with them over how many trillions to cut. “We led. They reacted to us,” exulted Kevin McCarthy, the House Republican whip. The donors were excited, too. Just the fact that Obama had been thrown on the defensive convinced those whose fortunes had helped pay for the Ryan plan that their investment was worth it.

American foreign policy was a mirror image of Russian foreign policy: whatever the Russians did, we did in reverse. American domestic policies were conducted under a kind of upside-down Russian veto: no man could be elected to public office unless he was on record as detesting the Russians, and no proposal could be enacted, from a peace plan at one end to a military budget at the other, unless it could be demonstrated that the Russians wouldn't like it.

After you list the debts smallest to largest, pay the minimum payment to stay current on all the debts except the smallest. Every dollar you can find from anywhere in your budget goes toward the smallest debt until it is paid. Once the smallest is paid, the payment from that debt, plus any extra “found” money, is added to the next smallest debt. (Trust me, once you get going, you will find money.) Then, when debt number two is paid off, you take the money that you used to pay on number one and number two and you pay it, plus any found money, on number three. When three is paid, you attack four, and so on. Keep paying minimums on all the debts except the smallest until it is paid. Every time you pay one off, the amount you pay on the next one down increases. All the money from old debts and all the money you can find anywhere goes on the smallest until it is gone. Attack! Every time the Snowball rolls over, it picks up more snow and gets larger, and by the time you get to the bottom, you have an avalanche.

A friend of mine has a daughter who . . . . was constantly writing home for more money. . . . At one point . . . the daughter explained, "But dad, I can tell you where every penny you have sent me has been spent." He replied, "You don't seem to get the point. I'm interested in a budget--a plan for spending--not in a diary of where the money has gone." Perhaps parents should be more like the father of the college boy who wired home, "No mon, no fun, your son." His father wired back, "How sad, too bad, your dad.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed.

Recommended Reading Mike Cohn in his book User Stories Applied provides insights and details on user stories, including how to write them and their characteristics. His book Agile Estimating and Planning provides guidance on prioritizing user stories. Luke Hohmann in his book Innovation Games: Creating Breakthrough Products Through Collaborative Play describes 12 innovation games. The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a quantifying the economic value for projects.

The average household income in America is right around $50,000 per year, according to the Census Bureau. Joe and Suzy Average would invest $7,500 (15 percent) per year or $625 per month. If you make $50,000 per year and have no payments except the house mortgage and live on a budget, can you invest $625 per month? Follow me here. If Joe and Suzy invest $625 per month with no match into Roth IRAs from age thirty to age seventy, they will have $7,588,545 tax-FREE! That is almost $8 million. What if I’m half-wrong? What if you end up with only $4 million? What if I’m six times wrong? Sure beats the 97 out of 100 sixty-five-year-olds who can’t write a check for $600! I would submit to you that Joe and Suzy are well below average. Why? In our example they started at the average household income in America, and in forty years of work never got a raise. They saved 15 percent of income and never increased it by one dollar. There is no excuse to retire without financial dignity in the United States today. Most of you will have well over $2 million pass through your hands in your working lifetime, so do something about catching some of that money. Gayle asked me one day if it was too late for her to start saving. Gayle wasn’t twenty-seven like Joe and Suzy. She was fifty-seven years old, but with her attitude you would have thought this lady was 107. Harold Fisher had a much better outlook at age one hundred than Gayle did at age fifty-seven. Life had dealt her some blows and had knocked most of the hope out of her. A Total Money Makeover is not a magic show. You start where you are, and you do the steps. These steps work if you are twenty-seven or fifty-seven, and they don’t change. Gayle might be starting the retirement investing step at sixty that Joe and Suzy start at thirty years old. Gayle was unwise to enter her sixties without an emergency fund and with credit-card debt and a car payment. She, like all of us, couldn’t save when she has debt and no umbrella for when it rains. Would it have been better for Gayle to start when she was twenty-seven or even forty-seven? Obviously. But once she was done with the pity party, she still needed to start with Baby Step One and follow The Total Money Makeover step-by-step to put herself in the best position possible.

Dick pulled out his yellow pads, filling line after line with notes and reminders, intent on leaving nothing to chance: Set up budget…office furniture…need for paid workers…call on newspapers, former candidates, leaders…arrange church and lodge and veterans meetings…set up lists for mailings…billboards…bumper stickers…Nixon clubs each town (now)…study V. voting record. This was his hour; his chance to be someone. To excise the hurt. To stake his claim. He needed to win, and his plans revealed his hunger, and an incipient susceptibility to intrigue. Set up…spies in V. camp, he wrote.

Being real takes tremendous courage. We like approval, and we like respect, and to say otherwise is another form of denial. To wish for the admiration of others is normal. The problem is that this admiration can become a drug. Many of you are addicted to this drug, and the destruction to your wealth and financial well-being caused by your addiction is huge. Radical change in the quest for approval, which has involved purchasing stuff with money we don’t have, is required for a money breakthrough. Sara’s breakthrough came with family. Her family was upper-middle-crust and had always given Christmas gifts to every member. With twenty nieces and nephews and six sets of adults to buy for, just on her side, the budget was ridiculous. Sara’s announcement at Thanksgiving that this year Christmas giving was going to be done with the drawing of names, because she and Bob couldn’t afford it, was earth-shattering. Some of you are grinning as if this is no big deal. It was a huge deal in Sara’s family! Gift giving was a tradition! Her mother and two of her sisters-in-law were furious. Very little thanks were given that Thanksgiving, but Sara stood her ground and said, “No more.” Sara

in a chapter on “repairing God’s house,” they’ll find no new ideas for projects, programs, studies, procedures for nominating bishops, committees, structures, offices, synods, councils, pastoral plans, changed teaching, new teaching, budget realignments, sweeping reforms, or reshuffled personnel. None of those things matter. Or rather, none of them is essential. The only thing essential, to borrow a thought from the great Leon Bloy, is to be a saint. And we do that, as a Church and as individuals, by actually living what we claim to believe, and believing the faith that generations of Christians have suffered and died to sustain.

Even during its earlier good years, when observers spoke of the Ivory Coast's economic "miracle," it was not a completely free-market economy. Even then, its ventures into the kinds of state regulation engaged in more widely by other African nations had not had good results. For example, the availability of "soft" foreign aid loans for centralized government planning of rice production led the Ivory Coast into policies that produced a glut of heavily subsidized rice that taxed the storage capacity of the government, cost the national budget far more than originally planned, and led to consumer prices far above those at which rice was available on the world market.

1. Choose to love each other even in those moments when you struggle to like each other. Love is a commitment, not a feeling. 2. Always answer the phone when your husband/wife is calling and, when possible, try to keep your phone off when you’re together with your spouse. 3. Make time together a priority. Budget for a consistent date night. Time is the currency of relationships, so consistently invest time in your marriage. 4. Surround yourself with friends who will strengthen your marriage, and remove yourself from people who may tempt you to compromise your character. 5. Make laughter the soundtrack of your marriage. Share moments of joy, and even in the hard times find reasons to laugh. 6. In every argument, remember that there won’t be a winner and a loser. You are partners in everything, so you’ll either win together or lose together. Work together to find a solution. 7. Remember that a strong marriage rarely has two strong people at the same time. It’s usually a husband and wife taking turns being strong for each other in the moments when the other feels weak. 8. Prioritize what happens in the bedroom. It takes more than sex to build a strong marriage, but it’s nearly impossible to build a strong marriage without it. 9. Remember that marriage isn’t 50–50; divorce is 50–50. Marriage has to be 100–100. It’s not splitting everything in half but both partners giving everything they’ve got. 10. Give your best to each other, not your leftovers after you’ve given your best to everyone else. 11. Learn from other people, but don’t feel the need to compare your life or your marriage to anyone else’s. God’s plan for your life is masterfully unique. 12. Don’t put your marriage on hold while you’re raising your kids, or else you’ll end up with an empty nest and an empty marriage. 13. Never keep secrets from each other. Secrecy is the enemy of intimacy. 14. Never lie to each other. Lies break trust, and trust is the foundation of a strong marriage. 15. When you’ve made a mistake, admit it and humbly seek forgiveness. You should be quick to say, “I was wrong. I’m sorry. Please forgive me.” 16. When your husband/wife breaks your trust, give them your forgiveness instantly, which will promote healing and create the opportunity for trust to be rebuilt. You should be quick to say, “I love you. I forgive you. Let’s move forward.” 17. Be patient with each other. Your spouse is always more important than your schedule. 18. Model the kind of marriage that will make your sons want to grow up to be good husbands and your daughters want to grow up to be good wives. 19. Be your spouse’s biggest encourager, not his/her biggest critic. Be the one who wipes away your spouse’s tears, not the one who causes them. 20. Never talk badly about your spouse to other people or vent about them online. Protect your spouse at all times and in all places. 21. Always wear your wedding ring. It will remind you that you’re always connected to your spouse, and it will remind the rest of the world that you’re off limits. 22. Connect with a community of faith. A good church can make a world of difference in your marriage and family. 23. Pray together. Every marriage is stronger with God in the middle of it. 24. When you have to choose between saying nothing or saying something mean to your spouse, say nothing every time. 25. Never consider divorce as an option. Remember that a perfect marriage is just two imperfect people who refuse to give up on each other. FINAL

Our Difficulty in Believing in Providence The first obstacle is that, as long as we have not experienced concretely the fidelity of Divine Providence to provide for our essential needs, we have difficulty believing in it and we abandon it. We have hard heads, the words of Jesus do not suffice for us, we want to see at least a little in order to believe! Well, we do not see it operating around us in a clear manner. How, then, are we to experience it? It is important to know one thing: We cannot experience this support from God unless we leave Him the necessary space in which He can express Himself. I would like to make a comparison. As long as a person who must jump with a parachute does not jump out into the void, he cannot feel that the cords of the parachute will support him, because the parachute has not yet had the chance to open. One must first jump and it is only later that one feels carried. And so it is in spiritual life: “God gives in the measure that we expect of Him,” says Saint John of the Cross. And Saint Francis de Sales says: “The measure of Divine Providence acting on us is the degree of confidence that we have in it.” This is where the problem lies. Many do not believe in Providence because they’ve never experienced it, but they’ve never experienced it because they’ve never jumped into the void and taken the leap of faith. They never give it the possibility to intervene. They calculate everything, anticipate everything, they seek to resolve everything by counting on themselves, instead of counting on God. The founders of religious orders proceed with the audacity of this spirit of faith. They buy houses without having a penny, they receive the poor although they have nothing with which to feed them. Then, God performs miracles for them. The checks arrive and the granaries are filled. But, too often, generations later, everything is planned, calculated. One doesn’t incur an expense without being sure in advance to have enough to cover it. How can Providence manifest itself? And the same is true in the spiritual life. If a priest drafts all his sermons and his talks, down to the least comma, in order to be sure that he does not find himself wanting before his audience, and never has the audacity to begin preaching with a prayer and confidence in God as his only preparation, how can he have this beautiful experience of the Holy Spirit, Who speaks through his mouth? Does the Gospel not say, …do not worry about how to speak or what you should say; for what you are to say will be given to you when the time comes; because it will not be you who will be speaking, but the Spirit of your Father will be speaking in you (Matthew 10:19)? Let us be very clear. Obviously we do not want to say that it is a bad thing to be able to anticipate things, to develop a budget or prepare one’s homilies. Our natural abilities are also instruments in the hands of Providence! But everything depends on the spirit in which we do things. We must clearly understand that there is an enormous difference in attitude of heart between one, who in fear of finding himself wanting because he does not believe in the intervention of God on behalf of those who lean on Him, programs everything in advance to the smallest detail and does not undertake anything except in the exact measure of its actual possibilities, and one who certainly undertakes legitimate things, but who abandons himself with confidence in God to provide all that is asked of him and who thus surpasses his own possibilities. And that which God demands of us always goes beyond our natural human possibilities!

After you list the debts smallest to largest, pay the minimum payment to stay current on all the debts except the smallest. Every dollar you can find from anywhere in your budget goes toward the smallest debt until it is paid. Once the smallest is paid, the payment from that debt, plus any extra “found” money, is added to the next smallest debt. (Trust me, once you get going, you will find money.) Then, when debt number two is paid off, you take the money that you used to pay on number one and number two and you pay it, plus any found money, on number three. When three is paid, you attack four, and so on. Keep paying minimums on all the debts except the smallest until it is paid. Every time you pay one off, the amount you pay on the next one down increases.

Noting these developments, George Marshall, former chairman of the Joint Chiefs of Staff and now secretary of state, had undertaken a fact-finding tour of Europe—and he didn’t like the facts he’d found. He told President Truman that if something wasn’t done to put the prostrated nations of Europe back on their feet, international trade would be crippled and some, if not most, of these countries would fall to Communist proselytizing and intrigue. What became known as the Marshall Plan was a multibillion-dollar American self-help handout in which war-torn nations could apply for direct aid from the United States after submitting a recovery plan. (The package was worth more than a trillion in today’s dollars and up to 15 percent of the U.S. federal budget.) Stalin stupidly forbade the Soviet Union or any of the countries it occupied in central and eastern Europe

The gross domestic product of the United States in 2001 was about $10.6 trillion. The budget of the federal government was about $1.8 trillion. In fiscal 2001, the government enjoyed a $128 billion operating surplus. Yet counterterrorism teams at the C.I.A. and the F.B.I. working on Al Qaeda and allied groups received an infinitesimal fraction of the country’s defense and intelligence budget of roughly $300 billion, the great majority of which went to the Pentagon, to support conventional and missile forces. Bush’s national security deputies did not hold a meeting dedicated to plans to thwart Al Qaeda until September 4, 2001, almost nine months after President Bush took the oath of office. The September 11 conspiracy succeeded in part because the democratically elected government of the United States, including the Congress, did not regard Al Qaeda as a priority.

In her book The Government-Citizen Disconnect, the political scientist Suzanne Mettler reports that 96 percent of American adults have relied on a major government program at some point in their lives. Rich, middle-class, and poor families depend on different kinds of programs, but the average rich and middle-class family draws on the same number of government benefits as the average poor family. Student loans look like they were issued from a bank, but the only reason banks hand out money to eighteen-year-olds with no jobs, no credit, and no collateral is because the federal government guarantees the loans and pays half their interest. Financial advisers at Edward Jones or Prudential can help you sign up for 529 college savings plans, but those plans' generous tax benefits will cost the federal government an estimated $28.5 billion between 2017 and 2026. For most Americans under the age of sixty-five, health insurance appears to come from their jobs, but supporting this arrangement is one of the single largest tax breaks issued by the federal government, one that exempts the cost of employer-sponsored health insurance from taxable incomes. In 2022, this benefit is estimated to have cost the government $316 billion for those under sixty-five. By 2032, its price tag is projected to exceed $6oo billion. Almost half of all Americans receive government-subsidized health benefits through their employers, and over a third are enrolled in government-subsidized retirement benefits. These participation rates, driven primarily by rich and middle-class Americans, far exceed those of even the largest programs directed at low income families, such as food stamps (14 percent of Americans) and the Earned Income Tax Credit (19 percent). Altogether, the United States spent $1.8 trillion on tax breaks in 2021. That amount exceeded total spending on law enforcement, education, housing, healthcare, diplomacy, and everything else that makes up our discretionary budget. Roughly half the benefits of the thirteen largest individual tax breaks accrue to the richest families, those with incomes that put them in the top 20 percent. The top I percent of income earners take home more than all middle-class families and double that of families in the bottom 20 percent. I can't tell you how many times someone has informed me that we should reduce military spending and redirect the savings to the poor. When this suggestion is made in a public venue, it always garners applause. I've met far fewer people who have suggested we boost aid to the poor by reducing tax breaks that mostly benefit the upper class, even though we spend over twice as much on them as on the military and national defense.

Pain is inevitable. Suffering is optional. -- Buddhist Proverb. As an enlightened dieter, the next part to mastering weight loss is the art of choosing what you eat. While it is true that you can lose weight eating whatever you want as long as you stick to your calorie budget, you’ll come to find that how you choose to spend those calories will make all the difference. In the last chapter, we discussed how budgeting your calories is similar to budgeting your finances. This same kind of concept also applies when it comes to getting more bang for your buck or for your calorie. In fact, there is an entire art to choosing what you eat that can make weight loss significantly easier. While most dieters are complaining about being hungry, following uninspiring meal plans, or having to rely on willpower -- you can have more food than you’ll know what to do with. The bottom line is that you do need to consume fewer calories to lose weight, but you don’t need to suffer while doing so.

On the Senate side, the setting felt less stilted. Joe and I were invited to sit around a table with the forty or so senators in attendance, many of them our former colleagues. But the substance of the meeting was not much different, with every Republican who bothered to speak singing from the same hymnal, describing the stimulus package as a pork-filled, budget-busting, “special-interest bailout” that Democrats needed to scrap if they wanted any hope of cooperation. On the ride back to the White House, Rahm was apoplectic, Phil despondent. I told them it was fine, that I’d actually enjoyed the give-and-take. “How many Republicans do you think might still be in play?” I asked. Rahm shrugged. “If we’re lucky, maybe a dozen.” That proved optimistic. The next day, the Recovery Act passed the House 244 to 188 with precisely zero Republican votes. It was the opening salvo in a battle plan that McConnell, Boehner, Cantor, and the rest would deploy with impressive discipline for the next eight years: a refusal to work with me or members of my administration, regardless of the circumstances, the issue, or the consequences for the country.

As America’s diplomats face budget cuts, China’s coffers are more flush with each passing year. Beijing has poured money into development projects, including a $1.4-trillion slate of infrastructure initiatives around the world that would dwarf the Marshall Plan, adjusted for inflation. Its spending on foreign assistance is still a fraction of the United States’, but the trend line is striking, with funding growing by an average of more than 20 percent annually since 2005. The rising superpower is making sure the world knows it. In one recent year, the US State Department spent $666 million on public diplomacy, aimed at winning hearts and minds abroad. While it’s difficult to know exactly what China spends on equivalent programs, one analysis put the value of its “external propaganda” programs at about $10 billion a year. In international organizations, Beijing looms large behind a retreating Washington, DC. As the US proposes cuts to its UN spending, China has become the second-largest funder of UN peacekeeping missions. It now has more peacekeepers in conflicts around the world than the four other permanent Security Council members combined. The move is pragmatic: Beijing gets more influence, and plum appointments in the United Nations’ governing bodies.

If the hunger for paradise is wired into your heart (and it is), either you will realize that this present life has been designed as a preparation for the paradise to come, or you will do your best and work your hardest to turn the present moment into the paradise it will never be. You and I live in a broken world that right now will not be the paradise we seek. You and I are flawed people, living with flawed people, and collectively we have no ability whatsoever to deliver paradise to one another. Every place you go and every created thing you handle has been damaged by the fall. This simply is not and won’t be the paradise you seek. For all who have placed their trust in the Savior, paradise is a secure reality. The paradise for which your heart longs is coming, but you will not experience it right here, right now. No, God has chosen to keep you in this broken world in order to use its brokenness to prepare you for what is to come. The brokenness you live in the middle of, and the difficulties you face there, are not in the way of God’s good plan for you; they are an important ingredient in it. Right now, God is not so much working to change your surroundings but to change you so that you are ready for the new surroundings he has planned and purchased for you in his grace. Simply said, either you are waiting by faith for the paradise to come, or you are working with your hands to build paradise in the here and now. Looking for paradise in the here and now is another ingredient of the money madness inside many of us and has overtaken the culture around us. We frenetically spend on material things, physical experiences, and new locations in the search of a piece of paradise. Our hearts long for the freedom from external difficulty and internal emptiness that we so often feel. We instinctively know that there must be more, that this can’t be it. Deep within us we feel like we’re missing something. So in our eternity amnesia we don’t lift up our eyes to look afar and consider the glories that are coming. No, we open our wallets and look around at what may have the potential to give us the paradise we are seeking. And because nothing can deliver it, we spend from thing to thing to thing, hoping that the next thing will deliver. But we don’t end up with paradise. We end up with houses that are bigger and more luxurious than we need, cars that are more identity markers than means of transportation, a pile of possessions, many of which lie unused, amassed debt, and wallets that are empty. But the paradise that we’ve spent to get has eluded us. Sure, budgets are helpful, but only if they are a piece of handling our money with eternity in view. When it comes to money, the PMP that lives inside us and that has captured our culture just cannot work. It will cause you to spend too much, it will tempt you to spend unwisely, and for all of your investment, it will leave you empty in the end.

Kim was twenty-three, single, on her own, and at a job making $27,000 per year. She had recently started her Total Money Makeover. She was behind on credit cards, not on a budget, and barely making her rent because her spending was out of control. She let her car insurance drop because she “couldn’t afford it.” She did her first budget and two days later was in a car wreck. Since it wasn’t bad, the damage to the other guy’s car was only about $550. As Kim looked at me through panicked tears, that $550 might as well have been $55,000. She hadn’t even started Baby Step One. She was trying to get current, and now she had one more hurdle to clear before she even started. This was a huge emergency. Seven years ago George and Sally were in the same place. They were broke with new babies, and George’s career was sputtering. George and Sally fought and scraped through a Total Money Makeover. Today they are debt-free, even their $85,000 home. They have a $12,000 emergency fund, retirement in Roth IRAs, and even the kids’ college is funded. George has grown personally, his career has blossomed, and he now makes $75,000 per year while Sally stays home with the kids. One day a piece of trash flew out of the back of George’s pickup and hit a car behind him on the interstate. The damage was about $550. I think you can see that George and Sally probably adjusted one month’s budget and paid the repairs, while Kim dealt with her wreck for months. The point is that as you get in better shape, it takes a lot more to rock your world. When the accidents occurred, George’s heart rate didn’t even change, but Kim needed a Valium sandwich to calm down. Those true stories illustrate the fact that as you progress through your Total Money Makeover, the definition of an emergency that is worthy to be covered by the emergency fund changes. As you have better health insurance, disability insurance, more room in your budget, and better cars, you will have fewer things that qualify as emergency-fund emergencies. What used to be a huge, life-altering event will become a mere inconvenience.

With the news that he would soon be a daddy again, Steve seemed inspired to work even harder. Our zoo continued to get busier, and we had trouble coping with the large numbers. The biggest draw was the crocodiles. Crowds poured in for the croc shows, filling up all the grandstands. The place was packed. Steve came up with a monumental plan. He was a big fan of the Colosseum-type arenas of the Roman gladiator days. He sketched out his idea for me on a piece of paper. “Have a go at this, it’s a coliseum,” he declared, his eyes wide with excitement. He drew an oval, then a series of smaller ovals in back of it. “Then we have crocodile ponds where the crocs could live. Every day a different croc could come out for the show and swim through a canal system”--he sketched rapidly--“then come out in the main area.” “Canals,” I said. “Could you get them to come in on cue?” “Piece of cake!” he said. “And get this! We call it…the Crocoseum!” His enthusiasm was contagious. Never mind that nothing like this had ever been done before. Steve was determined to take the excitement and hype of the ancient Roman gladiators and combine it with the need to show people just how awesome crocs really were. But it was a huge project. There was nothing to compare it to, because nothing even remotely similar had ever been attempted anywhere in the world. I priced it out: The budget to build the arena would have to be somewhere north of eight million dollars, a huge expense. Wes, John, Frank, and I all knew we’d have to rely on Steve’s knowledge of crocodiles to make this work. Steve’s enthusiasm never waned. He was determined. This would become the biggest structure at the zoo. The arena would seat five thousand and have space beneath it for museums, shops, and a food court. The center of the arena would have land areas large enough for people to work around crocodiles safely and water areas large enough for crocs to be able to access them easily. “How is this going to work, Steve?” I asked, after soberly assessing the cost. What if we laid out more than eight million dollars and the crocodiles decided not to cooperate? “How are you going to convince a crocodile to come out exactly at showtime, try to kill and eat the keeper, and then go back home again?” I bit my tongue when I realized what was coming out of my mouth: advice on crocodiles directed at the world’s expert on croc behavior. Steve was right with his philosophy: Build it, and they will come. These were heady times. As the Crocoseum rose into the sky, my tummy got bigger and bigger with our new baby. It felt like I was expanding as rapidly as the new project. The Crocoseum debuted during an Animal Planet live feed, its premiere beamed all over the world. The design was a smashing success. Once again, Steve had confounded the doubters.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

When it comes to money and so many other things in life, understanding your weaknesses and strengths can help you with your future plans.

The secret to successfully staying within your budget and enjoying delicious one serving meals at the same time is through planning. Set aside an hour each week and dedicate it to planning your breakfast, lunch and dinner meals.

The first couple of times when I went to the White House, someone had to say, This is Mick Mulvaney, he’s the budget director,” said Mulvaney. And in Mulvaney’s telling Trump was too scattershot to ever be of much help, tending to interrupt planning with random questions that seem to have come from someone’s recent lobbying or by some burst of free association.

Bob Woodward’s 1994 book, The Agenda, is a blow-by-blow account of the first eighteen months of the Clinton White House, most of it focused on creating the Clinton budget, with the single largest block of the president’s time devoted to deep contemplation and arguments about how to allocate resources. In Trump’s case, this sort of close and continuous engagement was inconceivable; budgeting was simply too small-bore for him. “The first couple of times when I went to the White House, someone had to say, This is Mick Mulvaney, he’s the budget director,” said Mulvaney. And in Mulvaney’s telling Trump was too scattershot to ever be of much help, tending to interrupt planning with random questions that seem to have come from someone’s recent lobbying or by some burst of free association. If Trump cared about something, he usually already had a fixed view based on limited information. If he didn’t care, he had no view and no information. Hence, the Trump budget team was also largely forced to return to Trump’s speeches when searching for the general policy themes they could then fasten into a budget program.

Inverting the Problem: Think about problems in reverse. It is not enough to think about them one way. You need to think about problems forward and backward, which forces you to uncover hidden beliefs about the problem you are trying to solve. For instance, instead of thinking about what would make a good life, think about what would make your life miserable, and then avoid those things. Or here’s another example. Do you want to be a good leader? If so, then think about all of the bad leaders you’ve met in your life and list the reasons why they were bad. Think about the ways you don’t want to be like those bad leaders, and you’ll be more likely to succeed at being a good leader. Second- and Subsequent-Order Thinking: Ask yourself, “And then what?” First-order thinkers stay on the surface. They tend to look for things that are easy and simple. Second-order thinkers don’t accept the first conclusion. They go deeper and push harder. Have you ever been in a meeting where a good idea is suggested, everyone agrees on it, and then that’s the end of the discussion? No one asks deeper questions. No one goes to the next level. No one asks what will happen if new problems arise. Second-order thinking is hard work. The Map Is Not the Territory: Our minds create maps of our world in order to understand it, because the only way we can process the complexity of everything is to simplify it in our minds. Businesses use maps all the time. These are the strategic plans, the budgets, even profit and loss statements. And we can’t avoid them. We need to use maps in order to pass information around in an easily digestible way. Sometimes, in fact, we are so reliant on simplification that we will frequently use an incorrect model because we feel any model is preferable to no model.

It's not a bargain if you can't afford it....even if it's on sale.

Why people take drugs baffles me to no end. Especially when they can't afford them.

Web Design - Give Your Brand Global Recognition Running a small business seems easy but actually, it is not. Surprised? Well, there’s a lot to look after and accomplish without violating the budget and resources. If you own a small business and planning to take it to new heights, you must begin with a professional web design company. Why? Because to let your audience know about your products and services, you got to make your online presence. To make a visible impact online, you need to give your organization a face, which is possible only with a well-designed website that’s professional yet user-friendly. When a website has to be designed, a number of factors are meant to be considered. Font, images, content, alignment, graphics, loading time and interface are the major factors to be careful about. What else? You need to ensure that your brand’s message is displayed the right way and at the right place. Call-to-action has to be there and the design must be in a way that attracts the audience. Want to know more? Length and number of pages also matter, as they play a great role in the presentation and are responsible to hold the audience. All this must be sounding like a lot of stuff and complicated but it is all easy with the right small business web design company by your side. It will understand your business, its needs, and goals for long-term and come with a website which is liked by the audience the moment they click it. All you need to be careful is finding the company that’s worth time and money you invest. The market is flooded with a number of web designers who boast a lot but are not worth what they say. Hiring the wrong designers may cause serious consequences for your website and eventually business. To stay away from coming across such ugly experiences, take enough time and settle for the best professionals. Check their previous work, feedback, price plan and expertise before finalizing anything. Keep this brief piece of information in mind and gift your small business the website it deserves. Good Luck!

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But the Koch brothers’ network of climate-denial groups announced plans to spend $889 million on the 2016 race, and the rest of the industry-aligned groups engaging in climate denial have a combined budget that will likely exceed $1.5 billion annually.

The Founding and the Constitution WHAT GOVERNMENT DOES AND WHY IT MATTERS The framers of the U.S. Constitution knew why government mattered. In the Constitution’s preamble, the framers tell us that the purposes of government are to promote justice, to maintain peace at home, to defend the nation from foreign foes, to provide for the welfare of the citizenry, and, above all, to secure the “blessings of liberty” for Americans. The remainder of the Constitution spells out a plan for achieving these objectives. This plan includes provisions for the exercise of legislative, executive, and judicial powers and a recipe for the division of powers among the federal government’s branches and between the national and state governments. The framers’ conception of why government matters and how it is to achieve its goals, while often a matter of interpretation and subject to revision, has been America’s political blueprint for more than two centuries. Often, Americans become impatient with aspects of the constitutional system such as the separation of powers, which often seems to be a recipe for inaction and “gridlock” when America’s major institutions of government are controlled by opposing political forces. This has led to bitter fights that sometimes prevent government from delivering important services. In 2011 and again in 2013, the House and Senate could not reach agreement on a budget for the federal government or a formula for funding the public debt. For 16 days in October 2013, the federal government partially shut down; permit offices across the country no longer took in fees, contractors stopped receiving checks, research projects stalled, and some 800,000 federal employees were sent home on unpaid leave—at a cost to the economy of $2–6 billion.1 39

When you are extravagant, you can result yourself facing alot of debt and not adjust to the pursuit of happiness.

The only thing that we know about financial predictions of startups is that 100 percent of them are wrong. If you can predict the future accurately, we have a few suggestions for other things you could be doing besides starting a risky early stage company. Furthermore, the earlier stage the startup, the less accurate any predications will be. While we know you can't predict your revenue with any degree of accuracy (although we are always very pleased in that rare case where revenue starts earlier and grows faster than expected), the expense side of your financial plan is very instructive as to how you think about the business. You can't predict your revenue with any level of precision, but you should be able to manage your expenses exactly to plan. Your financials will mean different things to different investors. In our case, we focus on two things: (1) the assumptions underlying the revenue forecast (which we don't need a spreadsheet for—we'd rather just talk about them) and (2) the monthly burn rate or cash consumption of the business. Since your revenue forecast will be wrong, your cash flow forecast will be wrong. However, if you are an effective manager, you'll know how to budget for this by focusing on lagging your increase in cash spend behind your expected growth in revenue.

Very often exhibition designers are asked to create "interpretive masterplans". These address the need to plan links between disparate content/gallery areas, and often encompass an entire site, or a large section of a site. A completed interpretive master plan shows potential visitor routes between galleries, illustrates logical content sequences (such as chronological or thematic approach) and might illustrate a range of costed options to help the client decide how to best use their buildings and galleries within a given budget.

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The Economist has produced a more sophisticated set of ‘back-of-the-envelope’ estimates in an interactive basic income calculator for all OECD countries.4 This purports to show how much could be paid as a basic income by switching spending on non-health transfers, leaving tax revenues and other public spending unchanged. Interestingly, even on this very restrictive basis, a cluster of seven west European countries could already pay over $10,000 per person per year. The United States could pay $6,300 and Britain $5,800. Obviously, for most countries, the level of basic income that could be financed from this tax-neutral welfare-switching exercise would be modest – though, especially for bottom-ranked countries such as South Korea ($2,200) or Mexico (only $900), this largely reflects their current low tax take and welfare spending. The Economist’s interactive calculator also aims to calculate what tax rises would be needed to pay a basic income of a given amount. For the UK, the calculator estimates that the cost of a basic income of one-third average GDP per head would require a 15 percentage point rise in tax take. Its calculations can again be questioned in their own terms. However, all these back-of-the-envelope exercises are flawed in more fundamental ways. First, they do not allow for clawing the basic income back in tax from higher-income earners, which could be done with no net cost to the affluent or to the Exchequer, simply by tweaking tax rates and allowances so that the extra tax take equals the basic income paid. Second, they do not take account of administrative savings from removal of means testing and behaviour conditions. Administration accounted for £8 billion of the £172 billion 2013–14 budget of the UK’s Department of Work and Pensions, much of which will have gone to pay staff in local job centres to monitor and sanction benefit recipients. This does not include hundreds of millions of pounds paid to private contractors to carry out so-called ‘work assessment’ tests on people with disabilities, which have led to denial of benefits to some of society’s most vulnerable people. Third, they compare the cost of a basic income with the existing welfare budget and assume that all other areas of public spending remain intact. Yet governments can always choose to realign spending priorities. The UK government could save billions by scrapping the plan to replace the Trident nuclear missile system, now estimated to cost more than £200 billion over its lifetime. It could save further billions by ending subsidies that go predominantly to corporations and the affluent.

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Try, as much as you can, to take each item and imagine it in your actual life. How will this fit you? Will your family actually eat this? Where in your day do you plan to use this new gadget?

Elsewhere, Meadows turned intransigence into a matter of principle; upon refusing Biden’s team access to a specialized computer system necessary to begin work planning the next president’s budget, Meadows said, “You just can’t expect us to endorse your spending plans.

It doesn’t take a genius to educate a child. It doesn’t even take the most intelligent parent on the block. All you need is a plan and the will to put it into action.

2. Planning is important, but the most important part of every plan is to plan on the plan not going according to plan. What’s the saying? You plan, God laughs. Financial and investment planning are critical, because they let you know whether your current actions are within the realm of reasonable. But few plans of any kind survive their first encounter with the real world. If you’re projecting your income, savings rate, and market returns over the next 20 years, think about all the big stuff that’s happened in the last 20 years that no one could have foreseen: September 11th, a housing boom and bust that caused nearly 10 million Americans to lose their homes, a financial crisis that caused almost nine million to lose their jobs, a record-breaking stock-market rally that ensued, and a coronavirus that shakes the world as I write this. A plan is only useful if it can survive reality. And a future filled with unknowns is everyone’s reality. A good plan doesn’t pretend this weren’t true; it embraces it and emphasizes room for error. The more you need specific elements of a plan to be true, the more fragile your financial life becomes. If there’s enough room for error in your savings rate that you can say, “It’d be great if the market returns 8% a year over the next 30 years, but if it only does 4% a year I’ll still be OK,” the more valuable your plan becomes. Many bets fail not because they were wrong, but because they were mostly right in a situation that required things to be exactly right. Room for error—often called margin of safety—is one of the most underappreciated forces in finance. It comes in many forms: A frugal budget, flexible thinking, and a loose timeline—anything that lets you live happily with a range of outcomes. It’s different from being conservative. Conservative is avoiding a certain level of risk. Margin of safety is raising the odds of success at a given level of risk by increasing your chances of survival. Its magic is that the higher your margin of safety, the smaller your edge needs to be to have a favorable outcome.

But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately-managed medium-sized and large businesses, most of whose decision-making occurs at the operating level. Charlie and I will limit ourselves to allocating capital, controlling enterprise risk, choosing managers and setting their compensation.

(paraphrasing from chapter 8) you must adjust to the culture established by the power [..] contrast between flexibility & ingenuity compared to structure & consistency. the former is about exploring new ideas and changing plans, the latter is about delivering on time(structured timelines, due dates) and in budget

Emergency savings can be used to pay for unexpected emergencies only, which include: ➔Unexpected home repairs and replacement of essential items ➔Unexpected essential car repairs ➔Unexpected medical/dental bills ➔Bills and household costs in the event of an unexpected drop in income. Examples of expenses that cannot be funded by emergency savings are: ➔Christmas and birthdays ➔Routine or advance-planned medical/dental treatments ➔Budgeting fails ➔Impulse purchases ➔Non-essential repairs/replacements ➔Holidays.

As a personal finance advisor, you will provide guidance on how to manage money more effectively. Take into account techniques such as budgeting, setting financial goals, diversifying investments, and understanding credit. Offer advice about building wealth over time and discuss the importance of creating a plan for achieving long-term financial security. My first request is “What should I do to improve my financial situation?

Upgrade your skills so you can afford more bills.

I’ve had to reprogram the idea that if I can do it, I should be doing it and change it to – where is the best use of my time and skills. And, I’ve changed my ‘dreaming of the future’ from wondering what could go wrong to imagining what could go right and budgeting for just in case. Even that changes how I make decisions. Instead of protecting from I’m planning for something. It’s taken some time and a willingness to just be uncomfortable on some days rather than do something short term to make me feel better about a dire future that probably wouldn’t have happened. Plus, it’s easier to recognize opportunities when they arrive if that’s what I’ve been picturing all along. Added bonus, what I really want – to maintain rather than expand – has become easier to see and even execute.

Fortunately, Marhsall found an eager audience in fellow intellectual Ikle, who recognized at once that ONA's analysis and prescriptions for the Cold War reinforced Reagan's intuitions. Together Ikle and Marshall pressed the military services to build budget plans around 'exploiting opportunities to impose disproportionate costs on the USSE over the long term.' This was Marshall's concept of 'Competitive strategies', which 'depended on identifying areas of comparative US advantage and using them to exploit areas of comparative Soviet weakness or disadvantage.

Self-Analysis Questionnaire for Personal Inventory. 1.   Have I attained the goal which I established as my objective for this year? (You should work with a definite yearly objective to be attained as a part of your major life objective.) 2.   Have I delivered service of the best possible quality of which I was capable, or could I have improved any part of this service? 3. Have I delivered service in the greatest possible quantity of which I was capable? 4. Has the spirit of my conduct been harmonious and cooperative at all times? 5. Have I permitted the habit of procrastination to decrease my efficiency, and if so, to what extent? 6. Have I improved my personality, and if so, in what ways? 7. Have I been persistent in following my plans through to completion? 8. Have I reached decisions promptly and definitely on all occasions? 9. Have I permitted any one or more of the six basic fears to decrease my efficiency? 10. Have I been either over-cautious, or under-cautious? 11. Has my relationship with my associates in work been pleasant, or unpleasant? If it has been unpleasant, has the fault been partly, or wholly mine? 12. Have I dissipated any of my energy through lack of concentration of effort? 13. Have I been open-minded and tolerant in connection with all subjects? 14. In what way have I improved my ability to render service? 15. Have I been intemperate in any of my habits? 16. Have I expressed, either openly or secretly, any form of egotism? 17. Has my conduct toward my associates been such that it has induced them to respect me? 18. Have my opinions and decisions been based upon guesswork, or accuracy of analysis and thought? 19. Have I followed the habit of budgeting my time, my expenses, and my income, and have I been conservative in these budgets? 20. How much time have I devoted to unprofitable effort which I might have used to better advantage? 21. How may I re-budget my time, and change my habits so I will be more efficient during the coming year? 22. Have I been guilty of any conduct which was not approved by my conscience? 23. In what ways have I rendered more service and better service than I was paid to render? 24. Have I been unfair to anyone, and if so, in what way? 25. If I had been the purchaser of my own services for the year, would I be satisfied with my purchase? 26. Am I in the right vocation, and if not, why not? 27. Has the purchaser of my services been satisfied with the service I have rendered, and if not, why not? 28. What is my present rating on the fundamental principles of success? (Make this rating fairly and frankly, and have it checked by someone who is courageous enough to do it accurately.)

Start-ups often prepare absurdly aggressive and optimistic plans, which have a very low likelihood of success, just to maximize the company’s perceived dollar value.” Your financial projections, whether for a product or a company, are supposed to answer such basic questions as, How strong is the company? What if plans go awry, does the company have enough cash to last a few bad quarters? Do you know how to budget well?

Since no one really has a fixed tolerance for risk, says psychologist Paul Slovic, it’s more helpful to think in terms of “goals, objectives, and outcomes.” How much money will you need down the road? How will you get there? What kind of result do you want to attain—or want to avoid? To answer these questions, you need to know your budget, calculate your current assets, and plan your future income and expenses. While those numbers aren’t perfectly certain, either, they are a much more reliable basis for judgment than a squishy concept like “risk tolerance.

The loans for new farms around Waldron were parceled out by small banks with local branches, like Chambers Bank of Danville, Arkansas, or Regions Bank in Alabama. These banks became a loan mill, churning out hundreds of loans to Laotian immigrants so they could overhaul existing farms or build new ones. The paperwork for these loans reflected the same sort of hazy math and willful blindness that characterized the wave of subprime mortgages being extended from Las Vegas to Florida. To get a loan from Chambers or Regions Bank, farmers had to submit a Farm and Home Plan that justified the amount of money they would borrow. The plan was meant to show how much money the farmers could reasonably expect to earn from their operation, balanced against the amount of income they would need to keep the farm running and support their family. If earnings from the farm were enough to support the family and cover expenses, then the loan could be approved. A review of the Farm and Home Plans submitted by a single loan officer in Arkansas named Larry Skeets reveals the sort of rigor that went into the process.7 The paperwork for Tria and Mai Xiong, for example, shows that the couple and their son planned to spend about $20,000 a year for their living expenses. That budget made their loan application look pretty feasible, leaving the family a total annual income of about $61,000 a year after expenses. Curiously, it appears that farmers Lue Her and Mai Yang also budgeted $20,000 a year in living expenses, according to loan documents, even though it was just the two of them, with no children. Strikingly, a farmer named Tou Lee also budgeted $20,000 a year in living expenses. So did Lao. All these families decided to budget their living expenses at $20,000, which was luckily just the right amount to make their farms appear profitable on paper.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)

QUESTION 1: DOES YOUR HOUSEHOLD OPERATE ON AN ANNUAL BUDGET? Do you plan your consumption spending according to a variety of food, clothing, and shelter categories each year?

For example, while China expects to have 350 ships by 2020, the NDP report notes that the Obama administration provides for only 260 ships or fewer, which is far less than the 323 to 326 required to meet the potential challenges in the Western Pacific.73 And despite increasing threats worldwide, the Obama strategy calls for the smallest and oldest air force fleet in modern history, planning a 50 percent reduction to bomber, fighter, and surveillance forces by 2019.74 The NDP concludes that the Obama defense budget “will increasingly jeopardize our international defense posture and ultimately damage our security, prospects for economic growth, and other interests.”75